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Grab More Market Share: How to Wrangle Business Away from Lazy Competitors

Book Description

Although McDonald's tested the McCafe' concept--offering specialty coffee and smoothies--many years before the recession hit, the official launch took place in early 2009. Why? Because they knew that was when Starbucks' market share was most vulnerable. And, in early 2010, McDonald's raked in $420m, not only stealing a staggering amount of business from Starbucks, but applying so much pressure that in 2009, Starbucks closed over 270 locations.

If you want to grow in a slowly recovering economy...a stagnant economy...or even a declining market, your best and only plan is to steal market share from your competitors and to remain reactive to the market's needs. Grab More Market Share will teach professionals how not settle for 1% growth. Ross' research uses rock-solid case studies that teach leaders to leverage the recovery to steal 10-15% market share from competitors. Ross alerts readers to the fact that they must leverage the culture (the public consciousness) to swing dollars towards their organizations. This same discipline will help professionals predict the next human behavior changes in buying habits.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright
  4. Dedication
  5. Acknowledgments
  6. Leaders, Read This First
  7. Chapter 1: First, You Must Attack Market Share
    1. Who Says Geeks are Meek?
    2. Grabbing Share Is Not a Cakewalk
    3. Homework
  8. Chapter 2: Don't Let the Culture Embarrass You
    1. Trends Never Sneak Up On Anybody
    2. The Video Store Lesson
    3. The Music Industry Ignored an Obvious Trend. Apple Didn't
    4. Kodak Should Have Kept the Shutter Open
    5. How Could They Just Stand By and Watch?
    6. That Kindle Thing
    7. Homework
  9. Chapter 3: They Want Customer Urgency . . . Not Customer Service
    1. The On-Demand Customer
    2. I'll Get Back to You within 24 Hours . . . or Maybe Never
    3. Do You Respond This Fast?
    4. I'm Your 2011 Customer. Please Listen to Me
    5. On Demand = Real Time
    6. How Will You Spot the Next Customer Revolution?
    7. After the Experience . . . Came Empathy
    8. Peer-to-Peer Customer Evolution You Can Control
    9. Branding and Service: The Perfect Storm
    10. Homework
  10. Chapter 4: User-Generated Leadership Rocks!
    1. The Crowd Knows
    2. Dream This!
    3. User-Generated T-Shirts
    4. When Not to Use the Crowd: Caveat Emptor Evaluatus
    5. Asking the Crowd for Ideas Is Very Different from Asking Them to Evaluate Your Performance
    6. Only One Question Matters . . . Really
    7. Homework
  11. Chapter 5: Which Trusted Advisors Will Lead the Recovery?
    1. What Are the Admired Talents of a Trusted Advisor?
    2. Have You Had This Facebook Conversation . . . with Yourself?
    3. A Lesson from the Talk Show World
    4. The False Start to a Conversation
    5. Award Winners Know This
    6. You Can Learn Intentional Curiosity
    7. Homework
  12. Chapter 6: Not All Contrarian Thinkers Are Crazy
    1. GroundLink Is a Market Reactive Company
    2. Body Shops Are Like Wedding Planners
    3. The Flight to Quality
    4. Motel 6 or Ritz-Carlton?
    5. Demand Is Coming Back . . . and Inflation Is Tagging Along
    6. Ultraluxury: Why Aren't You In It?
    7. The Six Dollar Burger is Probably Too Cheap
    8. Quality Socks Rock
    9. Buy Your Competition at Garage Sale Prices
    10. Homework
  13. Chapter 7: To Office or Not to Office
    1. Hire Back to the Future
    2. Homework
  14. Last Words
  15. Backing Up These Outrageous Claims
  16. About the Author